Servant Leadership 2014 - CFFK

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Servant LeadershipFebruary 20, 2014Leadership Success AcademyCenter for NonProfit ExcellenceCommunity Foundation of the Florida KeysStrategists, Inc. 2014

Setting the Stage“Vision without action isdaydreaming, but action withoutvision is just a random activity.”Joel BarkersStrategists, Inc. 2014

Setting the StageThe Greenleaf Center for Servant Leadership(Indiana) was founded by Dr. Robert Greenleaf in1964 as the Center for Applied Ethics.Greenleaf retired from AT&T and developed thetheory of Servant-Leadership, writing and sharingit with others.In 1970 he wrote “The Servant as a Leader” andthe movement was launched.In 1985 the Center changed its name to sharehis.Strategists, Inc. 2014

Setting the StageThe Greenleaf Center's mission is “tofundamentally improve the caring andquality of all institutions through servantLeadership”, which emphasizes:p increased service to othersa holistic approach to workpromoting a sense of community, andp sharing power in decision making.”p p Strategists, Inc. 2014

Individuals As LeadersInspiring SelfStrategists, Inc. 2014

Defining Servant LeadersAttributes of servant leaders .p Courageousp Strongp Values-driven above allp Accountable for resultsp Passion to servep Inspiring to self and othersStrategists, Inc. 2014

Servant Leader Value SystemLovep Serve firstp Congruent integrityp Deep, loyal friendshipp Respectp Strategists, Inc. 2014

Servant Leader Attitudes“I will .”p Accept persons with unlimited liabilityp Create a life of distinctionp Demand accountabilityp Be open to noveltyStrategists, Inc. 2014

Servant Leader Attitudes“I will .”p Develop strength based on entheosp Lead as a servantp Not follow the non-servantsp Remember that everything begins with theindividual – “in here, not out there”Strategists, Inc. 2014

Servant Leader AttitudesEntheos . ”is our curiosity, passion, persistence,humor and awe all rolled into one word,and that is ENTHEOS - the sustainingpower of enthusiasm.”Glenn CapelliStrategists, Inc. 2014

Checking the Balance“The ultimate test of entheos, however,is an intuitive feeling of oneness, ofwholeness, of rightness; but notnecessarily comfort of ease.”Robert GreenleafStrategists, Inc. 2014

Servant Leader SkillsListeningp Persuasion (ethical use of power)p Consensus-building (persuasion in groups)p Technical competence in a disciplinep Accountabilityp Strategists, Inc. 2014

Servant Leader SkillsForesightp Researchp Conceptualizing—open, imaginativelyp Reflection and meditationp Assessmentp Strategists, Inc. 2014

Servant Leader SkillsAbility to inspire self and othersp To harness and support creativityp To create a boundary spanning environment forproblem solvingp To empower others to fully access their talentsp Strategists, Inc. 2014

Ten PrinciplesInspiring Self and OthersStrategists, Inc. 2014

10 Principles Servant LeadershipListening--identify the will of the group—to whatis said – and not saidp Empathy—accept the intentions and the personeven when forced to reject their behavior orperformancep Healing—creating wholeness in the organizationp Strategists, Inc. 2014

10 Principles Servant Leadershipp Awareness–Robert Greenleaf describesawareness is not a giver of solace – it’s just theopposite. It disturbs. People who are awarehave their own inner security. Therefore theycan observe, communicate and resolvedisturbance.Strategists, Inc. 2014

10 Principles Servant LeadershipPersuasion—through consensus not powerp Conceptualization—”dream great dreams” -balance the future with the day to dayp Foresight—understand lessons of the past,realities of the present and the most likelyconsequences of decisions in the futurep Strategists, Inc. 2014

10 Principles Servant LeadershipStewardship—oversight as a partnerp Commitment to growth of people—beyond workas personal, professional and spiritual growth ofall in the organizationp Building community—creating a culture withinthe organization and within the circles ofinfluencep Strategists, Inc. 2014

Servant Leader HabitsListen FIRSTp Daily heightened awarenessp Access intuition (withdraw, observe)p Ask yourself first “who do you want tobe?” (values) and then “What are yourtrying to do?” (action)p Understand history—don’t relive itp Strategists, Inc. 2014

Servant Leader HabitsHAVE FUNp Make the time countp Lifelong learningp Seeking (adventuresome)p Look for “kaizen” opportunitiesp Strategists, Inc. 2014

ComparisonsLeader v.TraditionStrategists, Inc. 2014

Different Performance SystemsServant Leaderp Competencep Win-win thinkingp Performance appraisal asencouragement, selfassessment keyTraditional Leaderp Loyaltyp A winner and loserp Performance as oneway feedbackStrategists, Inc. 2014

Different Performance SystemsServant Leaderp Establish measurableobjectives, mutualexpectations and clearboundariesp Willing to tackle the“elephant in the room”Traditional Leaderp Lack of accountabilityand follow through, noone is responsible,fuzzy boundariesp Ignore the elephant ortry to pretty it up!Strategists, Inc. 2014

Setting the Stage“My grandfather once told me thatthere were two kinds of people: thosewho did the work and those who takethe credit. He told me to try to be inthe first group; there was much lesscompetition.”Indira GhandiStrategists, Inc. 2014

TrusteesBoard MembersServant Leaders In TheBoard RoomStrategists, Inc. 2014

Trustees As Servant LeadersAdvocates for:p Better business policies and practicesp Alignment from top to bottom with objectivesp Core valuesp Improved resourcesp Higher customer and employee satisfactionp Professional development and training ofemployeesStrategists, Inc. 2014

Trustees As Servant LeadersAdvocates for:p Partners in powerp Share unfiltered informationp Create team approach with employees toresolve issuesp Focus on the mission and vision—don’t getdistractedStrategists, Inc. 2014

Trustees As Servant Leadersp Energize and Motivate for risk takingn Inspiren Support: physical, mental, emotionaln Train: core competencies, customer services, andbeyondn Acknowledge: people, efforts and resultsn Reward: tangible and intangible .andn Inspire againStrategists, Inc. 2014

Trustees As Servant Leadersp Ask the right questions:n n n n n How can I be of help?What is it that you need of me?What resources do I have that would be of use toyou?How can I help you think through your choices in thismatter?Would it be helpful for me to share my experiencewith you?Strategists, Inc. 2014

OrganizationalLeadershipInspiring OthersStrategists, Inc. 2014

Implementing ServantLeadershipAttributes to start your organization:p Leader believes in core valuesp Mission statement with passion and relevancefor what you are going to dop Published core values emphasizing attributes ofservant leadershipp Conscious modeling of the behaviorsStrategists, Inc. 2014

Traditional Leadership PathEvolution of organizational culture:p We create it (vision, values. etc.)p We post it on the wallp We hand it out (specialty items, walletcards)Strategists, Inc. 2014

Traditional Leadership PathEvolution of organizational culture:p We talk the talk (bring it up at meetings,put it in newsletters)p We walk the walkn n n Clear goals, objectives and metricsTie it to performance and advancementSystems to support LIVING it through everyemployee and customer touch pointStrategists, Inc. 2014

Servant Leadership PathCommon vision is developed where passionlives largep Employee teams are empowered with decisionmaking, given timelines and clear objectivesp Employees articulate how to create a lovingculturep Employees create accountability measuresp Trustees provide stewardship—employeesadminister the missionp Strategists, Inc. 2014

Servant Leadership Pathp A culture of TRUST is created by all, particularlyfor resolution of conflict. Greenleaf proposes:n n n n Community dilemma creates need for changeTeam discusses needsTeam enthusiastically endorses benefit from changeLikely response strategies are studiedStrategists, Inc. 2014

Servant Leadership Pathp A culture of TRUST is created by all, particularlyfor resolution of conflict. Greenleaf proposes:n n n n The most “alive” solution is chosen (providescommunity and individual growthAmple communication of planned solution occurs witheveryone having a foreseen interestTeam puts solution in motionTeam has plan to measure (value) the solutionoutcome to prove the benefitStrategists, Inc. 2014

Servant Leadership Dimensionsp Nine elements Greenleaf identified to analyzemission statements.p Affinity and Aptitude Disciplinen n n Human: Highlight compassion and empathy to allMoral: Adherence to up to date society valuesserving trustworthy professional settingsIntelligence: Support personal obligation to thinkStrategists, Inc. 2014

Servant Leadership Dimensionsp Performance and Effect Disciplinen n n Personal development: Build capabilities and talentsEgalitarian: Interest of the person regardless of race,color, culture or social statureSocio-political: Accord with favorable civic, socialand/or professional associationsStrategists, Inc. 2014

Servant Leadership Dimensionsp Viewpoint and Synthesis Disciplinen n n Spiritual: Philosophical linkage for personal thoughtand feeling for uniqueness of one’s spiritTradition: Heritage as basis for interpreting issues ofcontemporary societyEpochal: Encourage awareness of condition withattention to lasting professional growthStrategists, Inc. 2014

Servant Leadership Choicep Why adopt this theory?n n n n It worksIt takes the high roadIt is action-oriented and evokes accountabilityIt puts people first in order to synergistically reachbusiness objectivesStrategists, Inc. 2014

Servant Leadership ExerciseEvaluate yourself as a leader based on thedimensions. Identify the areas of strength andthose that need improvement.p What values of servant leadership seemauthenticate to you?p What behaviors will you specifically change?p What actions will you take in the next 30 to 60days to reinforce that behavioral change?p Strategists, Inc. 2014

Servant Leadership ExerciseEvaluate your organization based on the servantleader dimensions. Identify the areas of strengthand those that need improvement.p How would you introduce servant leadership toyour organization?p Choose one improvement areap n n How might you apply the values and attitudes ofservant leadership?What would you need to begin the journey?Strategists, Inc. 2014

Servant Leadership ExerciseHow do you inspire self and others?p How COULD you inspire self and others?p What specifically could you change about yourboard:p n n n n n bilityStrategists, Inc. 2014

Credits/Reading ListAutry, James. The Servant Leader: How to Build a CreativeTeam, Develop Great Morale and Improve Bottom LinePerformance. Prima Publishing, 2001.Greenleaf Center on af, Robert K. The Servant as Leader. Greenleaf Center,1970, 1991, 2008.Strategists, Inc. 2014

CreditsGreenleaf, Robert K. Trustees As Servants. Greenleaf Center,1974, 1975, 2002.Peck, Scott M. and Senge, Peter. Reflections on Leadership:How Robert K. Greenleaf’s Theory of Servant-LeadershipInfluenced Today’s Top Management Thinkers. John Wiley &Sons, Inc. 1995.Strategists, Inc. 2014

CreditsSpears, Larry C. Insights on Leadership: Service, Stewardship,Spirit, and Servant Leadership. John Wiley & Sons, Inc. 1998.Strategists, Inc. 2014

Good luck!For more information contact:Debbie Mason, APR,Fellow PRSAdebbie@strategistsinc.com(305) 414.8757 or(954) 480-7814www.strategistsinc.comStrategists, Inc. 2014

The Greenleaf Center for Servant Leadership (Indiana) was founded by Dr. Robert Greenleaf in 1964 as the Center for Applied Ethics. Greenleaf retired from AT&T and developed the theory of Servant-Leadership, writing and sharing it with others. In 1970 he wrote

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